A Simple Rule is Born: How CEOs Distill Heuristics
基于扎根理论，研究了管理者如何从经验中创造和发展启发式，提出了一个四阶段模型（失调、认识、结晶、组织），揭示了启发式从有缺陷的假设到成熟共享的演化过程。
Abstract Managerial heuristics play an important role in decision‐making and positively contribute to strategy, innovation, organizational learning, and even the survival of a firm. Little is known, though, about the process through which heuristics emerge. Following a grounded theory approach, we develop a process model of how managers create and develop heuristics from experience. The 4‐step model – dissonancing, realizing, crystallizing, and organizing – captures the sequence of cognitive schemata that start with a flawed assumption, give rise to heuristics that tend to be born in pairs, and end with mature and shared heuristics. With these findings, we contribute to the literature on heuristics by offering a model for the process of their emergence, a view on how feelings initiate, guide, and strengthen this process, and a description of the role played by the environment, enriching the ecological rationality perspective.